GM GMS overview problem solving

PROBLEM SOLVING
What is 7 Diamonds?
• Seven Diamonds is a standard 7 step problem solving
process. It demands that the manufacturing areas verify
that all processes are being followed correctly and all
tooling is working (and being used) correctly with the
right parts being used.
• Confirmation of these items MUST be made by
Manufacturing before Engineering can be involved in
any further, more detailed investigations.
70% of all Quality and Build problems are caused
by non-standard operating or tooling not working or
not being used correctly!

PROBLEM SOLVING
Why do we need the 7 Diamonds process?
We need to apply a standardised approach for every problem we have so that;
We fully UNDERSTAND all of the issues
We determine the RIGHTFUL OWNER/S of the problem
We ensure that corrective actions are EFFECTIVE
We actually SOLVE the problem.
Currently
We don’t always follow the same steps or directions.
Too often we attempt to solve problems without really understanding
them and all of the contributary factors.
By not identifying the real owner we do not arrive at the real root
cause and are left with permanent containments (extra work).
We often think we have cured a problem only for it to resurface at
a later date.

PROBLEM SOLVING
Following the 7 Diamond process allows us to break a problem down;
Verify the basics first:
is the standardised work process being used?
is the tooling standardised and correctly applied?
are the right parts being used?
Confirm the process (if we can make one right, why not all?)
Understand the impact of variation in the process
Is the process running out of control?
Is the process capable?
Can the process be changed to prevent the problem/defect?
ONLY when we have ensured these items can we;
Involve Engineering to apply more technical investigative methods

PROBLEM SOLVING
Diamonds 1 - 3
Diamonds 1 to 3 of the process are used to determine if the
Production organisation is running the manufacturing process to
design intent.
If the manufacturing process is NOT being managed to design intent,
then it must be corrected and validated, before we can consider
asking for Engineering assistance.
Engineering referral only occurs when the manufacturing process
does meet design intent and the problem still exists.

PROBLEM SOLVING
Diamonds 1-3 Review
Once a problem has been identified, the automatic response
must be to immediately step through diamonds 1-3.
Diamonds 1-3 are for evaluating the stability of the process.
If the process is being applied correctly, diamonds 4a and 4b
are applied to determine if the parts are to specification
Following steps 1,2 & 3 must become inherent in our problem
solving thought process.

PROBLEM SOLVING
PCB – Problem Communication Brief
The PCB is a standard document used for problem solving Quality
concerns at IBC.
It ensures that everyone applies the same thought process towards
understanding and resolving these problems.
As you will see the PCB is aligned to the 7 Diamonds process.
We will now look briefly at how the PCB works, remembering that
the first 3 Diamonds are those you will be involved in.

Generating PCBs
There are a number of ‘trigger’ points which generate the need for a PCB to be
issued and completed. These largely determine who and what generates a PCB.
(1) ‘Central’ PCBs
Issued by Plant QA for GCA Audit Factor 50, 10 and repetitive Factor 1.0 defects
found on Audit vehicles. Repetitive defects found at the ‘Squeak and Rattle’ test,
Water Test, C.A.T audit and Electrical Systems audit also generate PCBs.
(2)
Local/Internal PCBs
These are issued by the Unit Manager through the Unit PRT Team for repetitive
Quality defects, DRL repeats, BIW Audit defects and high cost or repeat Scrap
parts and assemblies.

All PCBs are processed through the relevant Unit PRT Team who log them
into the Unit PCB tracking system and determine who in the Unit is the right
person/s to complete the PCB.
PCB – Escalation to Diamond 4a
If after completing each stage of Diamond 1-3 on the PCB form the cause is
not apparent or it is clear the problem belongs to another department the PCB
is returned to the Unit PRT Team who will decide whether to refer the PCB
elsewhere or progress the PCB to Diamonds 4a and/or 4b.
On completion all PCBs are returned to the PRT Team to update the tracking
system and forward completed ‘central’ PCBs back to Plant QA.

All PCBs pertaining to any particular area are tracked on a Section ‘Live’ PCB
Tracking board.
Here all OPEN PCBs are displayed and tracked for 15 shifts after the final counter
measures have been implemented.
Supervisors and Team Leaders will discuss these issues and the current status
with their Team members on a regular basis.

PROBLEM SOLVING
DIAMONDS 1,2,3 - PROBLEM SOLVING
BRAINSTORMING
To generate the possible causes we use a simple but effective technique
known as ‘brainstorming’ which is used to help create as many ideas in as
short a time as possible.
When completing the ‘fishbone’ diagram on the PCB form we should be
trying to identify as many potential causes as possible. At this stage the
Team Leader AND Team members of the area involved MUST be
involved in the Problem Solving process.

PROBLEM SOLVING
DIAMONDS 1-3 PROBLEM SOLVING TOOLS
HOW TO BRAINSTORM?
It is best performed in small groups. For example; a Supervisor, Team
Leader and some or all of the team members.
Ensure all group members are aware of the nature of the problem/defect e.g.
missing part, damage, wrong part etc.
Next, ask each person to think of as many possible causes for the defect
(however likely or unlikely they may seem).
Get each person to briefly explain their ideas and note down EVERY idea
clearly on a flipchart/paper.
As a group discuss each idea and agree on the most likely causes.
Where possible ask group members to verify/investigate the most likely causes
and suggest suitable countermeasures

PROBLEM SOLVING
DIAMONDS 1-3 PROBLEM SOLVING TOOLS
BRAINSTORMING – DO’s and DON’Ts
DO – record and discuss every idea – however extreme they may appear (quite
often even the strangest ideas prove to contain some benefits)
DON’T – never dismiss or ridicule any ideas. This is likely to switch that person
off and refrain from any further positive input.
DO – try to ensure that all ideas are fully understood – ask individuals to
explain them and ask questions to ensure there are no misunderstandings.
DON’T – be influenced by any previous history of a particular problem or defect
– always start with a blank sheet of paper!
DO – ensure whenever an idea is discarded, that the individual who came up
with it fully understands why it will not be pursued.

PROBLEM SOLVING
STANDARDISED PROBLEM SOLVING PROCESS
7 DIAMONDS - 1, 2, 3 CHECK SHEET
No.
Question
Y
N
Comment
N/A
(1) Correct Process
1
Has the Team Member been made aware of the problem?
2
Are the correct SOS / JES documents in the station manuals?
3
Is the team member following the SOS?
4
Is the JES being followed including key Quality Assurance points?
5
Does the JES display all current Quality concerns and standards?
6
Does the Team Member clearly understand the quality implications?
7
Does the Team Member know why the standardised work must be followed?
8
Is the job done the same on all shifts?
9
Is the team member fully trained and a regular operator?
10 Are the visual aids current?
11 Does the Team Member know how to communicate when he/she has a problem?
(2) Correct Tool
1
Are the guns/tools/equipment identified on the JES being used?
2
Are the guns/tools being used correctly?
3
Are all shifts using the same guns/tools?
4
Are the welding tips worn or misaligned?
5
Are all spot welds in the specified locations?
6
Is sealer applied to the specified quantity and location?
7
Are any location pins or clamps loose, worn or missing?
8
Are the guns/tools/fixtures protected where required?
9
Are power tools set for the specified torque and properly calibrated?
10 Are ant tool bits or sockets worn?
11 Does the workstation contain any error proofing/ Poke-Yoke devices?
12 Have the Poke-Yoke devices been verified - Maint records?
13 Has Preventative Maintenance (or TPM) been done? (check log)
14 Does the workstation allow the operator to work effectively?
(3) Correct Part
1
Are the specified parts being used (check variants)?
2
Are the correct part numbers identified on the material rack?
3
Are the correct parts in the correct location on the rack?
4
Do the part numbers on the boxes agree with the rack?
5
Has a PAA/EWO been issued changing part (check with ME)?
6
Is the PAA still valid?
7
Is part selection error proofing needed?
8
Is existing error proofing device working correctly?
9
Is there any evidence of damage to the parts prior to assembly?
(4) Correct BOB/WOW & Parts Quality
4a
1
Can defect be recreated on re-assembly?
2
Does defect follow the vehicle / body?
3
Does defect follow the part?
4b
1
Is the part out of specification?
2
If not in specification, has a PAA been written?
3
Are countermeasures / containment in place?
4
Has a PRR been issued and supplier contacted?
PROCESS
CONFIRMATION
SIGN OFF
Print
A
S/V
T/ L
Sign
Print
B
S/V
T/ L
Print
Sign
C
S/V
T/ L
Sign

PROBLEM SOLVING
STANDARDISED PROBLEM SOLVING PROCESS
7 DIAMONDS - 1, 2, 3 CHECK SHEET
No.
Question
(1) Correct Process
1
Has the Team Member been made aware of the problem?
2
Are the correct SOS / JES documents in the station manuals?
3
Is the team member following the SOS?
4
Is the JES being followed including key Quality Assurance points?
5
Does the JES display all current Quality concerns and standards?
6
Does the Team Member clearly understand the quality implications?
7
Does the Team Member know why the standardised work must be followed?
8
Is the job done the same on all shifts?
9
Is the team member fully trained and a regular operator?
10 Are the visual aids current?
11 Does the Team Member know how to communicate when he/she has a problem?
Y
N
N/A
Comment

PROBLEM SOLVING
No.
Question
(2) Correct Tool
1 Are the guns/tools/equipment identified on the JES being used?
2
Are the guns/tools being used correctly?
3
Are all shifts using the same guns/tools?
4
Are the welding tips worn or misaligned?
5
Are all spot welds in the specified locations?
6
Is sealer applied to the specified quantity and location?
7
Are any location pins or clamps loose, worn or missing?
8 Are the guns/tools/fixtures protected where required?
9 Are power tools set for the specified torque and properly calibrated?
10 Are any tool bits or sockets worn?
11 Does the workstation contain any error proofing/ Poke-Yoke devices?
12 Have the Poke-Yoke devices been verified - Maint records?
13 Has Preventative Maintenance (or TPM) been done? (check log)
14 Does the workstation allow the operator to work effectively?
Y
N N/A
Comment

PROBLEM SOLVING
No.
Question
(3) Correct Part
1 Are the specified parts being used (check variants)?
2 Are the correct part numbers identified on the material rack?
3 Are the correct parts in the correct location on the rack?
4 Do the part numbers on the boxes agree with the rack?
5 Has a PAA/EWO been issued changing part (check with ME)?
6 Is the PAA still valid?
7 Is part selection error proofing needed?
8 Is existing error proofing device working correctly?
9 Is there any evidence of damage to the parts prior to assembly?
Y
N N/A
Comment

PROBLEM SOLVING
Trend Analysis (from Containment)
Any further occurrences
must be investigated
Use appropriate scale
8
7
6
This part of the PCB MUST be filled in by hand.
Shift 1) Track from date
when root cause found
5
4
Shift 15) If no
further defects
agree to close
with PRT
3
2
1
1
2
3
4
5
6
7
PCB Finalisation Process:
Problem Closed (15 Shifts Clear):
Yes
Is Countermeasure Removed
Yes
Can the Problem Occur Elsewhere
Yes
If Standardised, Where is it
JES/SOS SHEETS
Documented:
Date & Sign-Off
A - Shift
B - Shift
C - Shift
Team Leader
Supervisor
Shift Manager
8
9
10
No
No
No
Quality Insp
Unit Manager
11
12
13
14
15
All boxes must be SIGNED
(Not computer generated) and
it is the shift managers
responsibility to ensure the
PCB is done correctly and
then pass the completed PCB
to the PRT

PCB – Completion
ONLY after the PCB has been signed off by all those required on
ALL 3 shifts, can the PCB be submitted for closure.
If the issuing body (e.g. Plant QA, Unit PRT Team etc.) agree that a
problem has been clear for 15 shifts following the introduction of
suitable counter-measures, then the PCB can be closed.
On completion and closure all PCBs will be archived by the PRT
Team and the tracking system updated. External PCBs will be
forwarded to the relevant locations by the PRT Team.